Post on 30-Oct-2014
description
Designing Design TeamsA rant, a rave and a reality check on how we build creative teams,
manage collaboration and fuel the inspiration inside.
Peek Behind the CurtainIt is imperative that we first understand the business of people,
before we sympathize with the people in business.
Set PerspectiveWe have to understand that everything has to do with anything,
and, anything has to do with everything.
It’s less about learning facts & formulas,and more about the application
to both people and life.
Set PerspectiveWe have to understand that everything has to do with anything,
and, anything has to do with everything.
It’s less about learning facts & formulas,and more about the application
to both people and life.
Revealing the MagicThe world of business often first looks past the human-element:
• People are seen as “Resources”
• Resources are expected to be “Productive”
• Productivity produces “Profits”
• Profits increase with “Efficiency”
Power behind the Curtain
We are all not EqualTo begin understanding the unique dynamics of the creatives behind creativity,
we must first acknowledge that the work force is inherently unfair.
Natural InequalityWe struggle to make accommodations for specific groups,
yet, we forget that accommodations already exist:
• Developers are provided with higher salaries
• Accountants require less ongoing training
• Sales teams are given expense accounts
• Some get a $600 IBM and others a $2,000 Mac
Accommodating CreativesWe are different. We work differently, we think differently and our industry evolves
at a pace that is radically different; we must embrace this difference.
Designing :-)Be less focused on building world class products,be more focused on building world class teams.
The ObjectiveFind great talent, create an environment in which great talent can do great work.
Great talent doing great work produces world class products.
Success is empowering great talent to do great work.“
=
• Optimal Efficiency
• Solid Deliverables
• Greater Enthusiasm
• Higher Individual Morale
• Stronger Collaboration
• Increased Retention
What We Do When We Do It Where We Do It
Creative FulfillmentPassion is our fuel, inspiration pushes us forward and we can’t turn it off.
Great talent is egoless, avoids politics and cares simply about:
Are You Happy?
Downton AbbySeason 2, Episode 8
It’s a bullshit question that almost always returns a bullshit response.We often fail to understand the question and are fearful to be truthful.
The Happiness Spectrum
Irreversibly UnhappyThere is no turning back.
Happy to be “Not Unhappy”Where most of us spend our time.
Unsustainably HappyTemporary love for the job.
We must know when to let go and we must remember that a raise, promotion or special project is not a long-term solution to an unhappy problem.
Timing is EverythingLet us focus on the “When We Do It”
ρ = λ / μ
= ρ
Queue Theory
ρ = λ / μ
ρ ≥ 1
The Greatest happens when
Then, what is λ & μ ?
If = p
λ is our “in-take” rate
μ is our “out-put” rate
When our λ (in-take rate) over our μ (out-put rate) is greater
than or equal to 1 we experience
μ
μ = Maximum Efficiency
Note, μ ≠ Maximum Working-TimeLeisure-Time is a Loss Leader
And thus, 100% efficiency is not possible nor realistic.
When, μ < Above-Optimal ProductivityWe reduce burn-out
And thus, increase greater performance over a greater duration of time.
μ = Maximum EfficiencyMaximum Efficiency = [(Maximum Working-Time) - (Leisure-Time) - (Above-Optimal Productivity)]
70% = [(100%) - (10%) - (20%)] = μ
• 5.5 Hours / Day
• 3.5 Days / Week
• 15.5 Days / Month
• 8.4 Weeks / Quarters
• 8.4 Months / Year
μ = 70% =
Defining μEnsures accountability not on the resource, but,
on the maximum efficiency.
“The Magic”We understand λ and we know μ, but, there is more ...
Above-Optimal Productivity = The All-Elusive 20% Time
The All-elusive 20% TimeInvented It Made it popular
Success is based on the MathWe love the idea of the concept, and we love the product of the concept.
But, is it successful? And, how do we measure that?
What are we Doing Here?Let us focus on the “What We Do It”
Theory X Assumes employees are by nature lazy and avoid work and
therefore need to be closely supervised and controlled.
The Human Side of Enterpriseby MIT professor Douglas McGregor
Theory Y Assumes that most people enjoy mental and physical activities,
want to be creative, and want to succeed at work. Given the right conditions, employees will seek out and accept responsibility and
exercise self-control, self-direction and creativity.
The Human Side of Enterpriseby MIT professor Douglas McGregor
Retain great talent, and, enable great talent to thrive.“
Great talent are naturally “Above Optimal” performers.
Those designers to which “the bar” is not the point of delivery. But, rather the base-line starting point for the minimum expectation.
Above-Optimal ProductivityIt’s not about having 20% free time
It’s about better utilizing and understanding our time
Above-Optimal UtilizationThere is a percentage of our time optimal for an opportunity to:
Pool Resourcesmaximize down-time for group benefit
Inventory Managementproduce forward to stay ahead of schedule
Self-Management Satisfactionhave greater ownership over creative endeavors
Collaborative Environmentswork with teams outside the norm
Enhance Skill-setswork with skills beyond the day-to-day
Supply Chain Efficiencyensure inherent organizational synergy
Location, Location, LocationLet us focus on the “Where We Do It”
We’ve all been here
Where do our best ideas form?The answer is never “in the 5th floor conference room at 10am”.
Our best ideas usually come to us elsewhere:
• While jogging or in the shower
• Right before bed or as soon as we wake-up
• When we’re thinking about something else
Environment MattersThe goal is to be able to walk into a space and say,
“Yes, I can be creative here today”.
Where we work matters
Remove Boredom from the Board Room
More than a Bookshelf, it’s a Canvas!
Not a Kitchen, a Collaboration Opportunity
Your Space as a Member of the Team
Understanding why something was successful is fundamentally different
than simply copying the steps that were taken to achieve that success.
“
The Designer’s DilemmaThe question asked most often by designers is ...
Why don’t we have a seat at the table?
Vernacular“ The primary issue within any organization
almost always comes down to communication. ”
Remotely Relevant
Marissa Mayer: The Future of Yahoo!
I’m not making this shit up, we’re in the middle of the “talent wars”.It’s about harnessing the energy created from talent and passion.
Managing CreativesA wrap-up with a quick rant on
leadership and management in a creative field.
I believe that design managers should be focused more on their
people than their portfolio.“
I believe that leaders lead designers to great solutions
rather than provide their solution in front of those they lead.
“You do not lead simply because you’ve stepped in front of someone else and they followed suit.
I believe that creatives’ unique inspiration driven nature and
passion leaves us easily susceptible to burnout and disengagement.
“A nature that is unfortunately often overlooked by ignorance and left to malnourishment
The pit crew pays little attention to the finish-line, their focus is on ensuring the car and the driver
simply get there.
“Output is a measure for success, when it’s the focus, the crucial resources to get you there break-down.
We’re Different Dammit!The way we work is different, and is the way we hire, the way we communicate,
the way we collaborate, as well as the way in which we learn and grow.
• We must advocate to be our own HR team
• We must fight for our own budgets
• We must take better control of our own Comms
• We must learn to run our team like a business
Designing :-)And, happiness is the hardest thing to design of all; it is subjective and fickle
Thank You.